Qantas Airlines Qantas Is the World's Second

Qantas Airlines Qantas is the world's second oldest airline. Founded in the Queensland outback in 1920, it is Australia's largest domestic and international airline and is recognized as one of the world's leading long distance carriers, having pioneered services from Australia to North America and Europe. The Qantas Groups today employs approximately 32,500 people and offers services across a network spanning 182 destination sin 44 countries (including those covered by codeshare partners) in Australia, Asia and the Pacific, the Americas, Europe, the Middle East and Africa (Qantas Airlines, 2011).

In regards to the Qantas Group, their main business consists of transportation of those that are passengers as well as promoting "Qantas and Jestar" (Qantas Airlines, 2011). Three groups are needed for Quantas, these include "commerical, customer and marketing, and operations" (Qantas Airlines, 2011). For what is done commercially, this consists of distrubution, planning and alliances (Qantas Airlines, 2011). For "customer and marketing," this entails experience, crew, services as well as marketing (Qantas Airlines, 2011). With the operations, this has "engineering, airports, catering, flight operations, operations planning and control" and so forth (Qantas Airlines, 2011).

They have a stake of 27% in Vietman and a 46% with Air Pacific as well as Jetset. The organization partners with other airlines as well, such as Australia Post. With Quantas, they have at least "5,600 flights a week serving 59 city and regional destinations in all states and mainland territories" (Qantas Airlines, 2011). The organization has a service entitled "Quantas Link," they operate with Jetstar with flights that consist of 160 a week (Qantas Airlines, 2011). Their network comprises of "182 destinations in 44 countires; including Australia and those served by codeshare partner airlines" (Qantas Airlines, 2011).

This makes them a huge airline that has contributed much to society from the then to now. Passenges around the globe use their services on a regular basis and are satisfied with the outcomes (Qantas Airlines, 2011). Intro Imagine studying Quantas Airlines for the first time. What will one discover about its history? How about internally and externally? Is a mandate needed? One will study in depth Qantas Airlines, and how they have contributed to the society and world. Company Overview One needs to note the history of Qantas.

"The story began in March 1919, when former Australian Flying Corps officers W. Hudson Fysh and Paul McGinness heard of a £10,000 ($20,000) prize" (Qantas Airlines, 2011). Through this, their Federal Government was offering Australians to fly from England and as far as Austrailia during a 30 day period (Qantas Airlines, 2011). What happened is that McGimness travelled to Wales to see "Sir Samuel McCaughey to ask if he would fund their entry in the race. In Palestine the two young lieutenants had flown a Bristol figher presented to No.

1 Squadron by the millionaire industrialist" (Qantas Airlines, 2011); consequently, Sir Samuel agreed to fund it and he died before an aircraft was found. No one wanted to support this flight. This was a minor setback. However, Fysh and McGimess did accept a particular assignment provided to them by the Defense Department. They were provided the opportunity to survey the race along with leaving supplies for those that are competing.

Fysh later wrote, "We were convinced of the important part aircraft would eventually play in transporting mail, passengers and freight over the sparsely populated and practically roadless areas of western and northern Queensland and North Australia" (Qantas Airlines, 2011). Upon completing their survey, Fysh made a landing strip for the Defense Department, and welcomed the winners of the race. Later, he rejoined McGinness and did whatever was needed to get finances for their air service. Graziers were considered sympathetic at that time for travelling in the outback.

Through this, they were able to outline their plans (Qantas Airlines, 2011). "McMaster, fired with enthusiasm, convinced business acquaintances to invest with them" (Qantas Airlines, 2011). Now that the financial support was there, Fysh and McGinness "ordered two Avro aircraft" (Qantas Airlines, 2011). Later on, this was cancelled. When the purchase was complete, this was August 19, 1920, and was named "The Western Queensland Auto Aero Service Limited. A new company name became "Queensland and Northern Territory Aerial Services Limited, which was QANTAS for the abbreviation" (Qantas Airlines, 2011).

The papers were officially named for this airline on November 16, 1920. They were "based in Winton, was registered with Fegrus McMaster as Chairman" (Qantas Airlines, 2011). In 1921 the Qantas fleet comprised two war surplus biplanes - an Avro 504K with a 100 horsepower (74 kw) water-cooled Sunbeam Dyak engine and a Royal Aircraft Factory BE2E with a 90 horsepower (67 kw) air-cooled engine.

The BE2E was purchased for £450 ($900) from Charles Knight, a Longreach stock and station agent who, having experienced a turbulent delivery trip, swore nothing would induce him to fly again (Qantas Airlines, 2011). McGinness and Baired did enjoy doing demonstration flights. They struggled to keep both of them afloat (Qantas Airlines, 2011). For example, "pieces fell off in flight and the Avro 504Ks engine, choking in the thin and hot air, boilded on the shortest trips" (Qantas Airlines, 2011).

Thanks to Baird, he was able to modify the aircraft in order to improve the performance (Qantas Airlines, 2011). "In this period 871 passengers were taken aloft and the biplanes logged 54,000km without serious mishap" (Qantas Airlines, 2011). By the time 1922 arrived, they did airmail services in between "Chaleville and Cloncurry" (Qantas Airlines, 2011). Between July and September 1959, ahead of every other airline outside the U.S., Qantas took delivery of seven Boeing 707-138 jet aircraft. Boeing 707 services to the United States began in July.

Two months later the service was extended to London via New York. Sydney-London services via India began in October (Qantas Airlines, 2011). This was a huge milestone for the company during this period of innovation. They had such an advantage that they modified their 707-138 with new turbo-fans. Because of this, they named them vannus because of them originally named as Boeing V-Jets. As a result, the organization ordered two more in 1963 (Qantas Airlines, 2011).

Through these efforts, a "B" version was fit with new engines that had turbo fans that were developed by "Pratt and Whitney in 1961 (Qantas Airlines, 2011). This enabled them to have fuel consumption that was much lower, which allowed for takeoffs to become more shorter, larger payloads that could occur over a longer distance with a faster speed of 960km/h. Range was of utmost importance for Qantas due to them experiencing isolation geographically (Qantas Airlines, 2011).

Furthermore, "the tail fins of all the 707 airliners were painted red with the V-Jet logo boldly displayed in white" (Qantas Airlines, 2011). Over time the fleet of Boeing 707s grew immensely (Qantas Airlines, 2011). "By 1964, 13 of the Boeing 707 jetliners were operating on most Qantas routes and the airline had begun selling its propller driven aircraft" (Qantas Airlines, 2011). At least 19 jets extisted in March 1966, Six of them were larger than the 707-338C series. As a result, they ordered five more.

Additionally, " in June 1966, Sir Hudson Fysh retired as Chairman of Qantas and soon followed by the man most responsible for the post-war Qantas expansion" (Qantas Airlines, 2011). They continued to build up the fleet and grew in management during this time (Qantas Airlines, 2011). The Austrailian Airlines did help pioneer Qantas into "domestic commercial aviation" (Qantas Airlines, 2011). They originally flew passengers "from Melbourne to Sydney in a Douglas DC3 in September 1946" (Qantas Airlines, 2011). As a result, the TAA took over that of Qantas in 1949, which enabled them to consider going overseas.

Through these efforts, they introduced Vickers Viscount that were trunk routes in the 1964, which gave them a variety of airliners as well as Busines Class when it was introduced to Airbus for their A300 during the time of 1981 (Qantas Airlines, 2011). By August 1986, they "became Australian Airillnes. Quantas purchased Australian Airlines in 1992" (Qantas Airlines, 2011). As of October 1990, the airline industy in Australia was deregulated (Qantas Airlines, 2011). As of April 1991, "the Australian Government announced it would sell 49% of Qantas and 100% of Australian Airlines" (Qantas Airlines, 2011).

When Feburary 1992, the Governmetn chose to overal their policy, which opened up opportunities for Qantas Airlines to enter the domestic market, after becoming absent for over 40 years as well as to enter into the bidding of Australian Airlines (Qantas Airlines, 2011). "In June 1992, the Government acceped Qantas' bid for Australian and decided to fully privatize the Qantas Group" (Qantas Airlines, 2011). They purchased Australian Airlines September 1992; consequently, "the operations of the two airlines were merged under the single Qantas brand in October 1993" (Qantas Airlines, 2011).

A trade sale occurred as of December 1992, and British Airways was successful in the bidding (Qantas Airlines, 2011). Through this venture, British Airways made a $665 purchase and purchased 25% of "Qantas in March 1993" (Qantas Airlines, 2011). Juen 22, 1995, "the Public Share Offer was launched" (Qantas Airlines, 2011). At this point intime, the privatization was completed and Qantas shares were prominent with the Australian Stock Exchange as of July 31, 1995. Through this, British Airways managed to sell 18.25% as of September 2004 (Qantas Airlines, 2011).

"In November 2001, Qantas purchased Impulse Airlines in accordance with the terms of a commerical relationship signed in May 2001 in which impulse contracted its aircraft to Qantas" (Qantas Airlines, 2011). This was after they decided to withdraw from scheduling services within their operations. As a result, Impulse did operate under the direction of Qantas Link until Jetstar as of 2004, and at that time at least 14 Boeing 717 aircrafts were transferred to a different carrier" (Qantas Airlines, 2011) The collapse of Ansett in September 2001 created many challenges for Qantas.

To assist stranded Ansett passengers, Qantas leased extra aircraft and added hundreds of special flights. The airline flew over 50,000 former Ansett passengers for free and another 65,000 on heavily discounted fares. Qantas added the equivalent of about seven years' growth virtually overnight. This huge effort was critical in minimising the impact of the Ansett collapse on the Australian economy, tourism, business and national life (Qantas Airlines, 2011). Through these efforts, Qantas launched a new carrier, which was Australian Airlines as of October 2002.

"As part of the strategy to focus on two strong brands- Qantas and Jetstar- Australian Airlines ceased operation in July 2006" (Qantas Airlines, 2011). October 2003, Qantas decided to launch a new domestic airline. May 25, 2004, they had Jetstar open their operations. Additionally, Tasman services begun as of December 2005 along with International services that went to Hawaii and Asia November 2006, and later to New Zealand as of June 2009 (Qantas Airlines, 2011). The "International Transport Association (IATA) data for 2009 showed Qantas as the world's 11th largest airline in terms of Revenue Passenger Kilometres (RPKs) (Qantas Airlines, 2011).

They offer services in 182 destinations as well as 44 countries, which include 59 in Australia as well as 123 in many other countries. The organization has had 41 million ke employed worldwide (Qantas Airlines, 2011). Mandate From the time Qantas was created in 1919 to the present, the company's mission or core purpose was to become one of the largest airlines in the world.

Their major goals are to serve passengers worldwide with their planes in order to get each of them to their destinations safely; the organization desires to have the right routes available for their passengers to get the most out of their experience. Through this, Qantas wants individuals to have the best customer experience possible. As a result of their hard work, they have Jetstar teamed up with them. Their goal is to make it simple and productive for each employee and consumer who uses their brand.

Internal Analysis One needs to discuss what goes on internally within Qantas in their daily operations. They have many corporate groups that "provide guidance, shape policy, develop strategic direction and perform a safeguarding role in terms of compliance and performance monitoring" (Qantas Airlines, 2011). They have a number of departments available, such as finance, affairs, IT, legal, people, public, risk and shared (Qantas Airlines, 2011). In regards to finance, this includes "financial policy, planning and reporting; treasury; tax; insurance; fleet; investor relations and strategy" (Qantas Airlines, 2011).

Their affairs consist of government as well as corporate. They deal with government and international relations; and employee and external communications (Qantas Airlines, 2011). The people are the core aspect of the business. They do "people strategy; industrial relations; remuneration; workforce management initiatives; and the implementation of programs aimed at creating a competitive workforce" (Qantas Airlines, 2011). In regards to risk, they have to consider risk; safety; security; occupational health and safety; environment; aviation health" and so forth (Qantas Airlines, 2011).

Through the shared services, they are able to serve people effectively as a means of property and finances as well as payroll (Qantas Airlines, 2011). A product that is offered is a widescreen television through Panasonic. Their seating is designed by Marc (Qantas Airlines, 2011). Business customers will enjoy Quantas' setback design with a 37" seat pitch and 22" width between arms; seats have a 10.6" in-arm inflight entertainment touch-screen (Qantas Airlines, 2011). The customers also have a leg rest with a footrest.

Furthermore, they will have PC power and USB port, cocktail table and ergonomic cushions (Qantas Airlines, 2011). Those that are economy customers enjoy a 9" inch screen with a headrest and cushions. A person can enjoy up to 350 different options, such as movies, CD, library, games and so forth (Qantas Airlines, 2011). The strengths of the company is that they focus in on customer and are willing to go worldwide in their effort to reach people.

Furthermore, the organization strives to go as far as possible in meeting their needs by having the state of the art planes available. In regards to their weaknesses, they do everything possible as a means in which to make sure that their prices are as high as possible to make it difficult for people to go from one part of the world to the other.

This also means that they strive to make it as difficult as possible for people to buy the ticket since they are one of the largest in the world. The last weakness is that their leadership is classical and that they have a high turnover rate because of it (Qantas Airlines, 2011). External Analysis Qantas has at least 2,000 flights in a given week with "54 metropolitan and regional destinations across Australia and Papua New Guinea" (Qantas Airlines, 2011).

They have a catering group that is subsidized to do catering with "Q Catering and Snap Fresh" (Qantas Airlines, 2011). This is centered in a total of six ports in Australia (Qantas Airlines, 2011). These include "Sydney, Melbourne, Brisbane, Cairns, Aldelaide and Perth" (Qantas Airlines, 2011). Furthermore, Snap Fresh is a plant located in the heart of Queensland to help with meal production for the airline industry and non-markets (Qantas Airlines, 2011).

Qantas Freight markets the freight capacity of all international Qantas, Jetstar and Jetstar Asia aircraft and a fleet of Boeing 747-400F and B767-300F freighter aircraft. It also operates its own ground handling facilities in Sydney, Melbourne, Brisbane, Perth and Los Angeles. These facilities are some of the largest freight terminals in Australia and handle not only Qantas and Jetstar aircraft but a number of other carriers (Qantas Airlines, 2011). The freight capacity is used by the "Australian air Express" (AaE) (Qantas Airlines, 2011).

They use a joint venture with Qantas Freight as well as Australia Post. Additionally, these businesses operate "the Australian express road freight operator Star Trek Express" (Qantas Airlines, 2011). In regards to "Qantas Freight Enterprises," they have many logistics in place with other firms. These include "Express Freighters Australia, Jets Transport Express, Qantas Courier, Qantas Freight Enterprises and Qantas Holidays" (Qantas Airlines, 2011). One needs to explain Qantas Holidays. They have many products that are quite competitive with the market as well as many services too.

This organization partners with airlines, which includes those that do codeshare. Through these opportunities, they provide packages under the brand of Viva! Holidays. Since "destination specific promotion" occurs, through the use of packages for special events throughout Australia. Many of them put on shows and sports for the public (Qantas Airlines, 2011). On 25 July 2008, Qantas and Jetset Travelworld Limited formalised a merger that created a new leading vertically integrated travel services business. Jetset Travelworld Limited acquired Qantas Holidays and Qantas Business Travel from Qantas in exchange for Jetset shares.

Qantas now owns 58 per cent of the share capital in the new entity, The Jetset Travelworld Group (Qantas Airlines, 2011). Jetstar is considered Australia as well as Singapore's airline that has low fares. They began flying as of May 25, 2004, and in Asia six months far ahead. This company also launched flights that lasted for the long-haul "from Australia to Asia in November 2006" (Qantas Airlines, 2011). Qantas operates Jetstar, yet it is managed separately in Melbourne at this particular location.

"Jetstar Asia is a Singapore-based partnership between Qantas (49%) and Singapore company Westbrook Investments (51%) with the hub based in country-region Singapore" (Qantas Airlines, 2011). Their opportunities are important. For example, they have a plethora of airplanes and contracts in which to go worldwide in their efforts. This means that they do everything possible to have as many locations to reach for them.

They have an opportunity to make a lot of money in order to reach out to as many people as possible in order to make a difference in the world they serve. The threats include every airline that is competing against them, such as Cathy Pacific. Their industry is also in high demand; therefore, in order to keep up with they have to find a way in which to make sure that people do their best to raise prices for consumers (Qantas Airlines, 2011).

3 Proposed Strategies Here are three strategies worth proposing. Qantas Airlines appears to have much going on internally and externally. However, they need to consider other ways in which to reach customers. For example, they can merge with United States airlines, such as American Airlines. This will increase revenue for them in order to have more business. This may make it to where there is more competition in the marketplace, but prevent having a monopoly through this entire process.

Furthermore, the company can do a number of things for the people that use their aircraft to get to their destination. As a result, Qantas will have more opportunities to reach more and become more global during this entire process. People will also experience lower prices for travelling because of meeting or exceeding the demand of customers wanting to fly worldwide. Through this particular strategy, Qantas can do more for those they serve. Their food can become of higher value as well as make it cost-effective for the passengers.

For example, they can make it at $200 a ticket for economy and $300 for first class. This makes it affordable for anyone wanting to travel worldwide. Furthermore, people are wanting to have their baggages not cost for them, so it is crucial that the company seek to find a way in which to not have to charge for this as well. The second strategy is that of making sure that they have detailed contracts with Boeing in order to prevent any emergency issues that could occur in the future.

With having a detailed contract, they are able to make sure that people are able to do their work of the highest quality possible. This means making the aircraft as perfect as possible and holding Boeing accountable for any planes that are purchased. If for some reason, they fail to do this, then they can end it immediately. They can also choose to take the company to court for breaching the contract.

The literature does not mention this as possibility, but it may have and does occur from then to now. Regardless, this can prevent any kind of legal issues that could arise because of not or by having one in place for Boeing and many other industries to adhere to when building aircraft. This could cost them more money than needed if the necessary procedures are not in place; consequently, the media will pick up on it as well.

As a result, the business could lose loyal customers who are frequent flyers. Their devastation is also ruined because of not planning ahead as needed to prevent this from occurring in the first place. A person can avoid this issue altogether because of planning ahead as well as make sure that all non-market issues are addressed for the present and the years to come. The last area of a strategy is important. They need to consider having multiple headquarters around the globe.

This is most likely already the case, but if it is not in place, then it is quite crucial to make it possible. However, they need to communicate between divisions in order to make sure that people are doing their job correctly. As a result, management knows what is expected from the FAA as well as that of Australia. Through having multiple sites also brings in multiple incomes, which will make all the difference for the organization to survive.

Recommendation/Implementation Here are many recommendations and implementations that are worth mentioning. Internally, the business needs strict guidelines for their workers. On the website, a person can easily think that there is nothing wrong with the way everything is run currently. This is faulty thinking that can greatly affect everyone. For example, employees will rebel or become relaxed on what is expected of him or her instead of taking their job seriously.

The first thing they can do to solve this matter is have extensive training for their pilots, cabin crew and those who do customer service on a regular basis; however, before this can occur, they need to have an employee handbook for people to know what is expected of them through this entire process. This means having something in the form of a book or booklet in order to use at orientation.

The laws are different in the heart of Australia, but everyone does the things almost the same on running a country. If for some reason, Qantas can have management put something together in order to make sure that people do comply to policies and procedures, which can make a big difference in having employees with job satisfaction or not. The turnover rate could increase, and this could cost them more money because of.